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Aligning talent management and global mobility

Shifting from relocation management to global talent brokering

We increasingly hear that mobility should be better connected with talent management. This suggestion is not entirely new, but solving the issue is becoming increasingly urgent as HR teams need to justify their mobility approaches and budgets in a new context.

Linking mobility with talent management is often treated as an afterthought, an attempt to bridge a widening gap between siloed teams. If mobility is to play a strategic role in the overall talent and business strategy of an organization, it should stem from that strategy and not be merely connected to it.

Our guide outlines three key steps to successful alignment of your talent management and global mobility strategies.

Linking talent management and mobility
The role of the global mobility team: from relocation manager to talent broker
Addressing barriers to global mobile talent brokering

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Talent management and global mobility - Guide cover

1. Linking talent management and global mobility

HR needs to step back and consider the business purpose behind the mobility of talent. Individual moves might serve specific requirements and solve ad hoc business issues, but talent mobility in general serves a broader purpose.

The first chapter of the guide explores the characteristics of a truly integrated mobility strategy, both from the employer's and employee's perspective.

2. The role of the global mobility team - from relocation manager to talent broker

HR and mobility teams have an important structural role to play in the global talent-brokering process. Instead of managing a relocation exercise in isolation from wider business considerations, these teams can be actively involved in the decision process designed to connect talent owners with business units that have talent gaps or urgent needs.

Chapter two of the guide outlines the broader talent mobility perspective beyond relocation, how it evolved over decades and what it means for mobility teams today.

3. Addressing barriers to global mobile talent brokering

Lack of strategic clarity, limited understanding of mobility value, issues with internal marketplaces and the current mobility mindset can limit the adoption of a talent-brokering model.

The third chapter of our guide dives into the drivers and reasons behind purposeful talent mobility, and what may be preventing companies from achieving it.

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